The Business Model Canvas

Key Partners
Who are our Key Partners? 1) Who are our key suppliers? 2) Which Key Resources are we acquiring from partners? 3) Which Key Activities do partners perform? 4)
motivations for partnerships: 5) Optimization and economy Reduction of risk and uncertainty Acquisition of particular resources and activities

Designed for:

Designed by:

On:

Day

Month

Year

Iteration:

No.

Key Activities
What Key Activities do our Value Propositions require? 1) Our Distribution Channels? 2) Customer Relationships? 3) Revenue streams? 4)
categories Production Problem Solving Platform/Network

Value Propositions
What value do we deliver to the customer? 1) Which one of our customers problems are we helping to solve? 2) What bundles of products and services are we offering to each Customer Segment?3) Which customer needs are we satisfying? 4)
characteristics Newness Performance 5) Customization 6) Getting the Job Done Design 7) Brand/Status 8) Price 9) Cost Reduction Risk Reduction 10) Accessibility 11) Convenience/Usability 12)

Customer Relationships
What type of relationship does each of our Customer Segments expect us to establish and maintain with them? 1) Which ones have we established? How are they integrated with the rest of our business model? How costly are they? 2)
examples Personal assistance Dedicated Personal Assistance Self-Service Automated Services Communities Co-creation

Customer Segments
For whom are we creating value? 1) Who are our most important customers?
Mass Market Niche Market Segmented Diversified Multi-sided Platform

2)

1)Segmented, multi-sided. 2)Tourists, students.

1)Bike shop/ direct manufacturer. Local company sponsorship in return for advertisements. Rickshaws. Local clubs or bars (transportation to and from night out; discount for arrival by cab). 2)Bike manufacturers. 3)Equipment. 4)Supply of parts. Sponsorship. Investment. 5)Advertising opportunities. Contract for fixing and supply - stable business. Vouchers for restaurants with scottish food/drink (haggis, whisky etc).

1)Tourism/tourism drive (30 mins). Transportation. Themed rickshaws - to do with various aspects of Aberdeen history/present (more appropriate for tourism probably). Different colour schemes. 2) Aberdeen. 3)Tours: booked. Taxis: not bookable. 4)Advertisement. Fares. Sponsorship.

1)Less pricy than conventional transportations. Environmentally friendly. Novelty value - new for Aberdeen and many other cities. Beach cruise - summer only, special offer!! Sails on beach. Experience a taste of Scotland by providing tourists with e.g. shortbread, buttery to go with their tour.
2) Lack of waiting for taxi queus. Shortage of funds for transportation such as taxis

1)Taxis - someone friendly. Tours - someone knowledgeable (train about history and present i.e. wind farms of Aberdeen & Scotland & the place of the Scotland in the wider worlds). Age limit to prevent death.
2)Cost of providing perks eg. Shortbread. Train cyclists to ensure quality of service (fitness, knowledge, charisma etc.). Refunds for errors/breakdowns etc.

3) Promotions i.e. free entry/reduced drinks to clubs with ride in taxi. 4)Transportation for low cost. Customers don't need to bring car and can therefore drink excessively. More flexibility. Don't need to pay for parking etc.
5)Not great sometimes - wind dependant. Not appropriate for icy conditions. Free hot chocolate for warmth. Warm seats. Possibly discomfort on cobbles. Cold at most times due to it being Britain (not a problem for people who have consumed said excessive alcohol.)

6)Impose fitness tests on cyclists. Training of route. Disclosure. Child protection (school runs etc.). Knowledge of city, state of roads etc. Boundary limit/time limit. License.

Key Resources
What Key Resources do our Value Propositions require? Our Distribution Channels? Customer Relationships? Revenue Streams?
types of resources Physical 1) Intellectual (brand patents, copyrights, data) 2) Human 3) Financial

7)Meter that runs on a dynamo. To fit 2 or 3 people. Cover/hood. Tyre considerations. Comfy seats. Luggage space. Shopping bag space. Reflectors, break lights. 8)Website, facebook etc. Gaudie. Pedicab. 9)Per distance. 5.00 per mile. Pricing different on tours than taxi surface. 10)Reduction in risk returning home after night out. 11)Distances (i.e. only Aberdeen city centre). Possibility that a few are available for the disabled (different design), particularly for tours which may be booked. 12)Convenient for city centre, cheaper than taxis. Possibly go into pedestrian zones and drop them off in places taxis cannot.

Channels
Through which Channels do our Customer Segments want to be reached? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines?
channel phases: 1. Awareness
How do we raise awareness about our companys products and services?

4)

1)Bikes, roads, sails. 2)Patent if new design.

2. Evaluation
How do we help customers evaluate our organizations Value Proposition?

3. Purchase
How do we allow customers to purchase specific products and services?

4. Delivery
How do we deliver a Value Proposition to customers?

5. After sales

3) Cyclists. Management chain, office workers, people to answer phones for bookings, research tourism/history, route. Document describing route, in different languages. Hassling of council to fix roads. 4)Initial investment for bikes. Pay for human resources (wages, office workers etc.). Rent for warehouse, and booking etc can be here also. Mobile phone bill. Consider tax. Pay something for rank/bay location (ask for council funding??)

How do we provide post-purchase customer support?

1)Advertisments - website, facebook, posters, contact with tourist information, inclusion in tourism brochures available at stations, leaflets etc at hotels, B&Bs, youth hostels. Contact with university, particularly prior and during freshers week - sell novelty value etc. Adverts in restaurants with Scottish food. 2)Evaluation form online (on website). Customer service line. 3)Donate to this green project which increases awareness of the history of Aberdeen. Pay driver for taxi. Pay over phone/tourist information (?) for tours. Hot chocolate etc are extra. T-shirts, pens etc. avaiable to buy from e.g. stand at fresher's week, and also hub shop. Conning the customers with clothing and accessories appropriate for the weather. 4)As described previously. 5)Customer services.

Cost Structure
What are the most important costs inherent in our business model? Which Key Resources are most expensive? Which Key Activities are most expensive?
is your business more: Cost Driven (leanest cost structure, low price value proposition, maximum automation, extensive outsourcing) Value Driven ( focused on value creation, premium value proposition) sample characteristics: Fixed Costs (salaries, rents, utilities) Variable costs Economies of scale Economies of scope

Revenue Streams
Business is Value driven Bikes, maintenance.

For what value are our customers really willing to pay? Less than a taxi, more than bus. For what do they currently pay? Taxis, petrol for cars, buses How are they currently paying? Card (taxis), cash (buses) petrol (both) How would they prefer to pay? Flexibility (card or cash) How much does each Revenue Stream contribute to overall revenues?
types: Asset sale Usage fee Subscription Fees Lending/Renting/Leasing Licensing Brokerage fees Advertising fixed pricing List Price Product feature dependent Customer segment dependent Volume dependent dynamic pricing Negotiation( bargaining) Yield Management Real-time-Market

Most expensive key resources

Subscription fees Deal with a card, or NUS card - 1 off per time, or similar. Pricing More for tours than for taxis. Group deals. Product feature dependant - different prices for different tours (i.e. Valentines day, generally holidays, history, scenic, beach, ghost? Volume dependant: hen parties, birthday, kids birthday parties? Customer segment dependant: Concession prices - OAPs etc.

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